جستجوی مقالات مرتبط با کلیدواژه « داده بنیاد چندگانه » در نشریات گروه « مدیریت »

Achieving success by an organization and creating value for a long time depends on having an efficient business model in different periods of business cycles. This adaptation to the business model requires the capabilities that need to be created in the organization. The development of these capabilities helps organizations to overcome the inflexibility of their active business model and implement the change process in a systematic and structured way. For this purpose, Businesses must constantly monitor their environmental forces and adapt themselves to these changes to stay competitive. The purpose of this study identifies the dynamic capabilities to adapt and change the organization's business model. For this purpose, the ICT industry has been studied and using Multi grounded theory, data analyzed from systematic literature review over the past 15 years, and interviews with 18 industry experts, which are improbably and purposefully selected using the snowball method. Finally, a model was developed in which the dynamic capabilities needed to adapt the business model of the ICT industry into the four groups of "External observation and evaluation", "Internal resource renewal", "External resource acquisition" and "Internal resource reconfiguration" have been conceptualized. Also, business model adaptation has been conceptualized into three groups: "value proposition adaptation", "value creation adaptation" and "value capture adaptation"

Organizations do not operate in a vacuum but are part of a large ecosystem that is affected and impacted. Changes in the business environment such as changes in rules, competition, new technologies require that the business model of the organization be adapted to these conditions. Therefore, to remain competitive in today's competitive market, organizations need to identify the environmental drivers that affect the business model, and on the other hand, create the dynamic capabilities needed for business model adaptation. The purpose of this study is to identify and explain the business model adaptation and identify the influential environmental drivers and dynamic capabilities needed for business model adaptation. For this purpose, the ICT industry has been studied and using Multi grounded theory, data analyzed from systematic literature review over the past 15 years, and interviews with 18 industry experts, which are improbably and purposefully selected using the snowball method. Finally, a model was developed in which environmental drivers affecting business model adaptation into six groups of "political", "legal", "economic", "market", "technological", "social", and "competitor factors" and the dynamic capabilities needed to adapt the business model of the ICT industry into the four groups of "External observation and evaluation", "Internal resource renewal", "External resource acquisition" and "Internal resource reconfiguration" have been conceptualized. Also, business model adaptation has been conceptualized into three groups: "value proposition adaptation", "value creation adaptation" and "value capture adaptation".

  In today's business environment, the success of any organization depends on its rapid response to environmental change, and static business models are doomed to failure in the current competitive environment. Organizations in these situations should constantly revise their business model and adapt it to new requirements if needed. The purpose of this study is to identify and explain the business model adaptation and identify its environmental antecedent in ICT industry.

for this purpose, the ICT industry has been studied and using Multi grounded theory, data analyzed from systematic literature review over the past 15 years, and interviews with 18 industry experts, which are improbably and purposefully, selected using the snowball method.

Finally, a model was developed in which environmental antecedent affecting business model adaptation into six groups of "political", "legal", "economic", "market", "technological", "social", and "competitor factors".

Conclution:

 business model adaptation has been conceptualized into three groups: "value proposition adaptation", "value creation adaptation" and "value capture adaptation".